GOALS:To fill our committees and task forces with the best possible member candidates. These placements are the first step on a path to national leadership. Building the pipeline for future leadership is the key to the long-term success of our Association. This is also a wonderful opportunity to increase the diversity of SNA leadership. I will work to be sure we have the best possible committees and task forces while also highlighting the wonderful diversity within our Association. I will work with our current Board, committees, task forces, as well as State Affiliate leaders to be sure that we are offering leadership opportunities to as many qualified members as possible.

Ethics is the foundation of building a reputation of trust within our Association and in the school nutrition community. I will work with my fellow Board of Directors to express the importance of due diligence and the need for checks and balances within our local chapters, State Affiliates and at the national level. I am confident in the role that ethics plays in my leadership style, as I strive to be transparent and inclusive as a leader while operating from a place where integrity is paramount. Leading with the highest ethical expectations of myself and my fellow Board members will help us continue to sustain strong bonds with our members, affiliates and the school nutrition community.

To work with States to help them implement the Strategic Plan and Plan of Action beginning at the 2019 National Leadership Conference. This will be done by sharing and educating on the new Plan. I will work to lead the Executive Committee and Board to create the process to be sure that all State leaders have the tools necessary to be successful. This would begin at NLC in the form of educational tracks and speakers and be followed up with additional sessions at ANC, as well as through direct contact if States require specific help. I realize that all State Affiliates are different, requiring different tools and learning opportunities. I will work with the Board and the amazing SNA staff to create appropriate materials (webinars, tool kits, surveys, etc.), to put them in the best position to be successful. Having been president of my State Association, I look forward to helping create sessions and find speakers who can help facilitate the process for our State leadership.

GOALS:To continue working with allied partners, State Affiliates, industry partners and members to establish school nutrition programs as a valued component of the instructional day where the programs are acknowledged for improving students’ health, well-being and academic success.

To continue establishing SNA as the national leader for up-to-date, evidence-based information, best practices and future trends in school nutrition programs.

To continue to grow membership in SNA by providing the professional and educational resources that are viewed as essential to each member, as well as by expanding our support to the state affiliates.

GOALS:To continue the professional and positive responsibility of SNA’s fiscal affairs with as much transparency as possible to ensure SNA expenditures benefit members and support the goals of the Association, while simultaneously upholding the principles, fiduciary responsibilities and integrity of SNA, State Affiliates and local chapters.

To provide leadership as chair of both the Resolution and Bylaws Committee and Finance Committee, a responsibility of the Secretary/Treasurer, by offering insight and research to educate committee members so that the best decisions can be made for the continued success of our Association.

To work hard to strengthen and support the Strategic Plan and mission of SNA, enhance the professional image of SNA and promote the value of SNA membership, so that our Association will be able to retain and continue to build a dynamic membership where all members feel they are an integral part.

GOALS:Membership: As most know, the Southeast Region holds nearly 40% of the overall national membership. Therefore, membership increases might be easier in other regions than in the Southeast. As of August 2017, we were holding steady statistically, even though four out of the other seven regions listed a decline. My goal, therefore, is to work with staff and affiliate officers to dive into the numbers in the Southeast and examine the demographic information to target the lack of growth. In Kentucky, we have had consistent growth in recent years by focusing on changing our communications methods and increasing our engagement through use of member surveys to ensure we direct our resources toward what matters most to members.

State Support: I believe we need to continue to cultivate best practices as it relates to state governance organizational management. My goal will be to cultivate relationships to encourage Affiliates to change and innovate. Ideally, Regional Directors can provide education to states to show them how to get from the present to the future. Many State Affiliate officers have ideas but either lack a road map to facilitate change or are fearful that such change would result in decreased membership or revenue. My experience, particularly in facilitating change and innovation at the state and district levels, makes me a good candidate.

Financial Stability: No organization can be sustainable if it is not financially sound. I am a firm believer that if you’re going to be a member of any organization, you need to put your money where your mouth is—both financially and in time. We need to put a greater emphasis on state commitments to the School Nutrition Foundation as a critical arm of our organization. This growth will be an easy sell because these donations are investments in ourselves. My goal will be to support the growth of the SNF Ambassador program throughout the Southeast and work to ensure processes are in place within each Affiliate to maintain this position from year to year.

GOALS:To reconnect and inspire members to become more involved with the Association’s activities (at the local, district, state and national levels). This will be accomplished with education, exposure and the implementation of tools provided by the Association. Success will be measured by meeting attendance, membership growth and certificate program data.

Expose and redirect our focus on our original purpose, mission and platform. Once members understand our history, they begin to embrace the strides of the organization and become a greater part of the legacy we are creating. This can be accomplished through the development of documentaries, information being placed on the website, and town hall meetings to become informed on the issues/challenges set before us. Success can be measured by attendance numbers at SNA’s Legislative Action Conference (LAC), School Nutrition Industry Conference (SNIC) and Annual National Conference (ANC).

Encourage diversity within our local, district, state and national Associations. Inform members of the mission of our Association to ensure we are inclusive in all aspects: race, gender, geography, self-operated and contract-managed, to name a few. Reiterate that there is room at the table for everyone.

GOALS:Promotion of child nutrition in general, along with recognition of members and the work they do on a daily basis.

For SNA to become the leader of professional development for school nutrition professionals.

Provide for and assist state leaders with implementation of the SNA Strategic Plan.

REGINALD ROSS, SNS

POSITION:SA Zone Consultant, North Carolina Department of Public Instruction, Raleigh, North Carolina

SNA PARTICIPATION: SNA Board of Directors Southeast Regional Director (2015-18); SNA Executive Management Program (2012); School Nutrition Roundtable of Leaders (2010). Has attended and presented at numerous national and state conferences.

GOALS:Create capacity for leaders in the Southeast Region to become national-level leaders through information sharing, relationship building and encouragement, so they can realize the benefits that national-level service offers both SNA leaders and the members at large.

Contribute value to the candidate selection/election processes by assessing and recommending candidates that will represent and advocate for the needs and interests of our diverse SNA membership.

Through collaborative work with the Leadership Development Committee, create outreach opportunities to engage member leaders in SNA service.

CLETA LONG, EdD, SNS

POSITION:Director of School Nutrition, Dade County Schools, Trenton, Georgia

GOALS:Seek and recruit future leaders by growing a diverse membership through retaining and recruiting members, conveying the benefits of membership, providing opportunities for growth and networking.

Recognize and identify possible leaders who possess an awareness of the importance of legislation to strengthen our voice on public policy and critical issues affecting the future of school nutrition.

Provide support to state affiliates in the development of future leaders through the promotion and positive image of school meals, supporting nutritional integrity and communicating the benefits to the health and education of children by dedicated nutrition professionals.

OTHER PROFESSIONAL MEMBERSHIPS AND HONORS:Jackson County SNA (2009-11); District of Excellence/District of the Year Award (2009); Brain Injury Association of Missouri Fundraising Committee (2008-10); Thelma Flanagan Award (2008); National Society of Collegiate Scholars Membership Committee (2003-05)

GOALS:To assist any member that may not be qualified for a position, but would like to run—to complete the necessary steps so that they meet the qualifications.

To get to know members on more of a personal/professional level whom I feel would be good candidates for SNA positions: talk with them one-on-one, let them know the qualities I see in them, why I am encouraging them to run for office and the benefits of SNA leadership roles.

At the State level, encourage members that I have met to become active in either their local chapters or State board. Many are hesitant because boards tend to “recycle” their leaders and newcomers feel like they won’t fit in or are not wanted—this is an impression and a practice I want to change.